Student Declaration

I__________________________________ Registration No.__________________, hereby

declare that by attempting the paper for the course _________________________________,

I will not be involved in any kind of cheating/copying/plagiarizing in solving the short

questions based paper of Final Term Examination Spring 2021. I take full responsibility of

my conduct. If I found involved in any kind of such activity of cheating/copying/plagiarizing,

then Institute reserves the right to take any disciplinary action against me.

Student Signature
 Final Exam / Spring 2021 (Paper Duration 12 hours)
(Online Assignment Based Question Paper)

Course No. : …………… MGT-515……………………………….. Course Title: Introduction to HRM…………………..

Total Marks:……….30…………………………Date of Exam:………………………………………......................................
Degree: ……BBA……………………………. Semester:……4 th ………………… Section: ……………A…………….…………
Marks
Q.No. 1 2 3 4 5 6 7 8 9 10 Obtained/
Total Marks
Marks
Obtaine
d
Total Obtained Marks in Words:
Name of the teacher: Shireen Mussawar
Who taught the course:Signature of teacher / Examiner:

To be filled by Student

Registration No.: ………………………………………….……… Name:……………………………………………………..

(THEORETICAL EXAMINATION)

Answer the following questions by reading the case given below:

You are the Director of HR at Towers Pharmaceuticals UK based in Farnborough, a subsidiary of a US
Framley Engineering designs, develops, manufactures and sells high-quality specialized electronic
goods using technology that has been created in-house. Approximately 60 per cent of the company’s
operating revenue is derived from export markets. The company is a ‘first-mover’ in its field; it is not
an imitator. Given its small size relative to other global firms, Framley has adopted a niche strategy,
marketing to certain groups interested in the unique products it offers. Because of the company’s
commitment to innovation, management has placed strategic importance on the employment of
R&D engineers as the drivers of new products. Speed to market is vital to ensure that the firm would
be the first to release new products. R&D engineers are vital in this process. There are 57 engineers
out of the total of 520 employees. They are much in demand by competitors but because of the
interesting work and career prospects, labour turnover is not too high – last year six of them left.
The company is expanding steadily and recruits three or four engineers straight from university
every year but relies quite extensively on external recruitment to obtain more experienced people.
Five qualified engineers have been recruited in the last six months and at present there are four
unfilled vacancies. However, the Director of Engineering is not satisfied with the quality of the new
recruits. They are not up to the standards expected and are not settling down. He has left final
selection to his three departmental heads, although the head of HR (who reports to the Managing
Director) has been responsible for the initial recruiting process and submitting candidates to the
departmental heads, who draw up shortlists and conduct interviews. The Director of Engineering
called in the Head of HR to explain why this situation had arisen. The latter used the excuses that
good engineers were difficult to find and that the departmental managers had made poor selections.
He had been present at some interviews, although, because he was not an engineer, he had not
 taken an active part. He had observed that they were distinctly lacking in interviewing skills, having
no idea how to structure an interview and were prone to making subjective judgements based on

Final Exam / Spring 2021 (Paper Duration 12 hours)

(Online Assignment Based Question Paper)

Course No. : …………… MGT-515……………………………….. Course Title: Introduction HRM……………………….

Total Marks:……….30…………………………Date of Exam:………………………………………......................................
Degree: ……BBA……………………………. Semester:……4 th ………………… Section: ……………A…………….…………
Marks
Q.No. 1 2 3 4 5 6 7 8 9 10 Obtained/
Total Marks
Marks
Obtaine
d
Total Obtained Marks in Words:
Name of the teacher: Shireen Mussawar
Who taught the course:Signature of teacher / Examiner:

To be filled by Student

Registration No.: ………………………………………….……… Name:……………………………………………………..

(THEORETICAL EXAMINATION)

Answer the following questions by reading the case given below:

You are the Director of HR at Towers Pharmaceuticals UK based in Farnborough, a subsidiary of a US
Framley Engineering designs, develops, manufactures and sells high-quality specialized electronic
goods using technology that has been created in-house. Approximately 60 per cent of the company’s
operating revenue is derived from export markets. The company is a ‘first-mover’ in its field; it is not
an imitator. Given its small size relative to other global firms, Framley has adopted a niche strategy,
marketing to certain groups interested in the unique products it offers. Because of the company’s
commitment to innovation, management has placed strategic importance on the employment of
R&D engineers as the drivers of new products. Speed to market is vital to ensure that the firm would
be the first to release new products. R&D engineers are vital in this process. There are 57 engineers
out of the total of 520 employees. They are much in demand by competitors but because of the
interesting work and career prospects, labour turnover is not too high – last year six of them left.
The company is expanding steadily and recruits three or four engineers straight from university
every year but relies quite extensively on external recruitment to obtain more experienced people.
Five qualified engineers have been recruited in the last six months and at present there are four
unfilled vacancies. However, the Director of Engineering is not satisfied with the quality of the new
recruits. They are not up to the standards expected and are not settling down. He has left final
selection to his three departmental heads, although the head of HR (who reports to the Managing
Director) has been responsible for the initial recruiting process and submitting candidates to the
departmental heads, who draw up shortlists and conduct interviews. The Director of Engineering
called in the Head of HR to explain why this situation had arisen. The latter used the excuses that
good engineers were difficult to find and that the departmental managers had made poor selections.
He had been present at some interviews, although, because he was not an engineer, he had not
taken an active part. He had observed that they were distinctly lacking in interviewing skills, having
no idea how to structure an interview and were prone to making subjective judgements based on
personal prejudices. He was thinking about what should be done about it but had not got around to
taking any action yet. The Director of Engineering would have none of this. He said in no uncertain
terms that this was the Head of HR’s responsibility. He couldn’t just ‘sit in’ and observe. He couldn’t
just ‘sit back’ and let events take their course. This was gross dereliction of duty. He had to do
something about it and fast. If the departmental heads were not good at selecting people, it was up
to him (the Head of HR) to ensure that they improved significantly. The achievement of the business
goals of the company depended on getting and keeping good engineers. Somewhat chastened, the
Head of HR retreated to consider what he should do. He had to admit to himself that he had left it
mainly to the specialists and he knew that his future with the company was in danger if he didn’t
deliver the goods – the Director of Engineering was the key player in the firm and would have no
difficulty in convincing the Managing Director that the Head of HR wasn’t up to the job. The Head of
HR had to reach conclusions on what approach to the selection of engineers should be adopted and
what he should do about the departmental managers’ interviewing skills.
Q.No.1 The task
Set out in outline what the Head of HR should do to improve selection. It will be necessary to decide:
●What sort of structured interview is appropriate.
●How it should be developed.
●How it should be used by the line managers concerned.
●How line managers should be persuaded to use it (they have to be convinced somehow that it will
improve their selections, but there are few people who admit to being poor interviewers – just as
there are few who admit that they are poor drivers).
●How the interviewing skills of the line managers should be developed, for example:
–formal training, if so what?
–coaching, if so by whom?
–mentoring, if so how?
●Whether a GMA or other sort of test should be used and if so why and how would it be validated.
●How the success of the programme should be evaluated.
(Marks 10)
Answer:

Q.No.2. The Job description of Systems Development Manager is given below. Develop a
compensation plan using any one type of compensation method based on financial and non-financial
incentives? (Marks 10)
Job title Systems Development Manager (Operations)

Job description 1. Respond to requests from line managers for advice and help in
developing and maintaining operational systems (order processing,
call centre and distribution).
2. Monitor the effectiveness of operational systems in conjunction
with line managers and their staff in order to identify any
improvements required and determine the action needed to
develop and implement them.
3. Maintain an overview of all operational systems, particularly with
regard to the interface between the systems in different operations
departments. Identify the requirement for new or improved
systems and determine the action needed to develop and
implement them.
4. Plan maintenance, and development projects identifying the
resources required, timetables, costs and benefits.
5. Prepare and submit business cases for development projects.
6. Set up, brief and manage project teams in order successfully to
achieve project objectives within agreed budgets and timescales.
 7. As necessary, work as a member of a project team.
8. Maintain full awareness of the customer service strategy of the
company and the contribution that operations can make to
achieving strategic goals, especially those related to customer
service and satisfaction.
Reporting  Reports directly to Operations Manager
relationships  The key relationships are with the Sales Director, the managers of the
order processing and distribution departments and the call centre, and
members of the IT department
Requirements  Good previous experience in systems development including order
processing and distribution systems and IT.
 Experience in mail order preferred but not essential
 Business and commercial awareness, understanding business needs and
able to make persuasive business cases for projects.
 Excellent analytical and problem solving skills in an operational and an IT
context.
 Ability to manage development projects from inception to delivery.
 Customer focus.
 High level of interpersonal skills – cooperating with others (a good team
player), persuading people to take a course of action, team leadership.
 Innovative and creative.

Answer:

Q.No.3. Following above question, advise training and development programs for the same?
(Marks 10)
Answer: